Short-form Video Content (SVC) Engagement and Marketing Capabilities

• Published in: Asian Journal of Business and Accounting 2022-12, Vol.15 (2), p.221-246
• Main Authors: Apasrawirote, Darlin, Yawised, Kritcha, Chatrangsan, Maneerut, Muneesawang, Paisarn
• Format: Article
• Language: English
• ISSN: 1985-4064; 2180-3137
• DOI: 10.22452/ajba.vol15no2.8

Manuscript type: Research paper Research aims: This study aims to investigate the role of short-form video content (SVC) in the association between marketing capabilities, influencers, and business brand engagement performance. Design/Methodology/Approach: Data was collected from 146 business owners and managers of private businesses from the central business district areas of the lower northern province of Thailand. A partial least square structure equation modelling (PLS-SEM) analysis was performed to examine the proposed relationships. Research findings: The findings indicate that SVCs enabled brand engagement and resulted in increased satisfaction with the influencer experience. The study found a positive relationship between marketing capabilities, SVCs, influencers, and brand engagement performance. Theoretical contribution/Originality: This study also contributes by providing empirical evidence of the mediation of short-form video content in the relationship between marketing capabilities and brand performance, thus suggesting that, in terms of the resource-based view (RBV), SVCs integrated with marketing capabilities contribute to fostering influencers to promote brand perception values into competitive advantage, while influencers are reaffirmed as having a positive impact on brand performance. Practitioner/Policy implications: This research also provides a practical outlook for businesses to better understand the adoption of SVCs at an initial stage and important practical implications for business entrepreneurs, managers, and practitioners regarding the use of SVCs to improve brand engagement performance. Research limitation: First, this study was limited by its focus on primary data collected using a survey approach. Therefore, future research may need to emphasise more subjective rather than objective research. Second, as this study focuses on top executives and higher levels of marketing managers, it could introduce potential biases. Further research, through the use of multiple informants (i.e., IT managers, lower-level frontline staff, etc.) in each business with well-rounded perspectives, could provide a deeper insight into the issues regarding such initiatives. Finally, more constructs related to the proposed research framework can be investigated.